ITIL ® Certificate in

Service Operation &

Operational Support and Analysis

Business As usual !!!

Introduction
Name

Role and Responsibility

Your Objectives

Expectations from Trainer and Training

Agenda
Day -1
• Objectives of Service Operations
and Operational Support Analysis
• Exercise 1 Challenge
• Overview
• Service Operations Principals
• Service Operational Processes
• Exercise 2 - Event Management
• Exercise 3 – Incident Management
• Exercise 4 – Problem Management
• Exercise 5 - Request Management
• Exercise 6 - Access Management
Day -2
• Operational Activities of processes
covered in other Lifecycle phases
• Common Service Operations
Activities
• Service Operation Functions
• Generic Roles and Responsibilities
• Technology Considerations
• Implementation Considerations
• Challenges, Critical Success
Factors (CSFs) & Risks
• Recap on concepts
- Recap and Post reading
- Mock Exam
• Certification
 Objectives of Service Operations

• Introduction to service operation

• Service operation principles
• Service operation processes
• Common service operation activities
• Organizing for service operation: functions
• Technology considerations
• Implementation of service operation
• Challenges, critical success factors and risks
4
 Objectives of Operational Support Analysis

• The value to the business of OSA activities

• The scope of OSA processes and functions: event, incident,
problem and access management, request fulfilment and the
service desk
• How OSA activities support the service lifecycle
• Optimizing service operation performance
• How the processes in OSA interact with other service lifecycle
processes
• How to use the OSA processes, activities and functions to
achieve operational excellence
• How to measure OSA
• The importance of IT security and its contributions to OSA
• Understanding the technology and implementation
Considerations surrounding OSA 5
• The challenges, critical success factors (CSFs) and risks
associated with OSA
 Exam pattern (Gradient Style)

Eight (8) multiple choice, scenario-based, gradient

scored questions. Each question will have 4
possible answer options
 one of which is worth 5 marks
 one which is worth 3 marks
 one which is worth 1 mark
 one which is a distracter no marks
Maximum 90 minutes
Pass Mark 28/40 or 70%
Closed Book
6
 Organization Planning – Core Concept

• What is Activity ?
• What is Process ?
• What are Roles ?
• What are Functions ?
• What are Departments ?

7
 Exercise 1 – Typical Challenges
• List down typical challenges of any organization

• Likely reasons for challenges

• Likely solutions to address challenges

• Conclusions………..

• Need for Process Based Approach &

Frameworks ?
8
 Processes and its Characteristics

• Closed loop systems

• Structured & Coordinated set of activities
• Achieves a specific out come
• May define policies, standards, guidelines,
activities, procedures & work instruction
• Processes do not define functions
• Difference between processes and project ?
Characteristics :
1. They are measurable
2. They have specific results
3. Processes have customers 9
4. They respond to specific events
Service Lifecycle Phase – Purpose and Value

10
ITIL Service Lifecycle-Main Practice Elements

11
 RACI Model
Responsible - “ The Doer “
• Works on the activity
• One/Many person's) or team may be responsible
• This person is responsible for action / implementation
Accountable – “ Buck Stops Here !”
• With YES & NO authority
• Only one person can be accountable to avoid blames
Consulted – “ In the loop for decision making ”
• Involved prior to decision
• the people who are consulted and whose opinions are sought
• involvement through input of knowledge and information
Informed – “ Keep Posted ”
• Who needs to be informed after a decision or action is taken.
• This incorporates one-way
• receiving information about process execution and quality
• people who are kept up-to-date on progress
Variants of RACI –
• RACI-VS ( V – Verifies , S – Signs Off )
• RASCI ( S – Supporter ) 12
 Introduction
Coordinating the delivery & management of
services at their agreed Service levels

Service Delivery
Stability but not stagnation
Realizing Value
Responding to Operational needs in business and
technology
Achieving Balance 13

Where Value is Realized

 Service Operation fits in ITIL lifecycle

Service Operation is a Critical

phase of ITIL lifecycle
Continual
Service Service The Value of a Service is
Improvem
ent
Transition realized by the Customer at this
phase
Service
Strategy Performance monitoring and
Service assessment of Service done ,goes
Design Service
Operation as input to Service Design phase
through CSI.

14
Strategic objectives are ultimately realized through Service Operations,
therefore making it a critical capability
 Purpose/ Goal / Objective

Coordinate and carry out IT operational activities.

Handle the processes , required to deliver &
manage services at the agreed levels.
Manage people, processes, and technology to
support the services.
Monitoring service performance and gathering
data for Service enhancement.

15

Value becomes visible to the customer in Service

operation
 Value and Challenges
Value to business:
Continuity of IT which translates to continuity of
business
Consistent Support to users and customers
Clearer and improved communication for the users
Up to date knowledge of the IT infrastructure.
Correct levels of information security.
Challenges faced during service operations

Quantifying the monetary value of service in Long-term

Obtaining Funds for any change in the operational services
Obtaining additional funds for any automation
Optimization of an (not so problematic )Service.
16
Value becomes visible to the customer in Service Operation
 Service Operation Processes
 Event Management
Monitor infrastructure, detect all events and escalate exceptions observed

 Incident Management
Restore normal service as quickly as possible following interruptions and minimize their
business impact

 Problem Management
Determine root-cause of incidents and resolve to prevent recurrence

 Request Fulfillment
Manage low-risk high volume customer and user requests not generated by incidents or
service delays

 Access Management
Manage customer and user requests not generated by incidents or service delays

17
 Service Operation Functions
 Service Desk
– Serve as single point of contact for IT users. Involves resolving or escalating incidents,
fulfilling service requests, answering questions, tracks open incidents, conducts customer
satisfaction surveys, communicates service status to users

 IT Operations Management
– Operations Control such as console management, print management, job scheduling,
archival and storage, data centre management, disaster recovery sites.
 IT operations Control : staffed by shift operators
 Facilities management : management of physical IT environment
 IT Technical Management
– Plan, implement, and maintain a stable infrastructure. Apply technical skills to quickly
diagnose and resolve infrastructure failures.

Application Management
– Provide guidance to IT Operations about ongoing operational management of applications.
Assist in the design and deployment of applications. Provide technical support to quickly
resolve failures.

18
Well defined processes results in improved productivity within and across
functions
Optimization Service Operations Performance
• Service Operation is optimized in two ways:
• Long-term incremental improvement. This is based on evaluating
the
• performance and output of all Service Operation processes,
functions
• and outputs over time. The reports are analyzed and a decision
made
• about whether improvement is needed and, if so, how best to
implement
• it through Service Design and Transition.
• Short-term ongoing improvement of working practices within the
Service
• Operation processes, functions and technology itself. These are
• generally smaller improvements that are implemented without any
• change to the fundamental nature of a process or technology.
19
Service Operation Principals

Achieve effectiveness and efficiency in the delivery

and support of services

20
 Service Operation : Key Principals
 Achieving Balance between conflicting sets of priorities is one of very key
roles of SO .
 Providing Service in a timely , professional and courteous manner to the
business is what Service Operation’s objective is.
 Operational staff involvement in Service Design and Transition phase
activities to ensure they are supportable from a technical and operational
viewpoint
 Operational health Is not a core concept of Service Operation , but helps in
determining what needs to be monitored and how frequently to perform
preventive maintenance
 Communication : Issues can be often prevented or mitigated with an
effective communication between different teams and business.
 Documentation : Operational staff should be involved in creation &
maintenance of documents such as process manuals, technical procedure
manuals ,service portfolio and Work instructions (SM tools) . 21
 Achieving Balances in Service Operation

Extreme Focus on Extreme Focus on

Internal External

Internal Focus Vs External focus

Focus : service
performance
Focus : on
Technology Risk : Over
promise ,under
delivery
Risk : not meeting
business objective

Stability Responsiveness

Stability Vs Responsiveness

Focus : Steady state Focus : on Rapid changes

Risk : Not agile to Risk : insufficient testing &

changing requirements increased incidents during
release 22
Achieving Balances in Service Operation
Proactive Reactive
Proactive Vs Reactive

Focus : Firefighting
Focus : Constantly
seeking improvement
Risk : consuming
technical resources
Risk : Expensive
valuable time

Service Quality Service Cost

Focus : good services
quickly

Risk : Over spending

Focus : Saving resources

Risk : lack of quality

23

Optimal levels of cost and quality will be identified at the Service strategy & design phase , but
will be evaluated & improved by CSI constantly.
Organizational Terms : Operations
Perspective
Function : A logical concept , referring to the people or automated measures
that execute a defined process, an activity or combination of both.

Group : A non-formal organizational term , referring to a set of people who

have similar kind of role and may or may not be related to each other

Team : A formal group where people work to achieve a common objective

Departments : Organizational structure performing a specific set of
activities
on a routine basis and have hierarchical reporting structures.

Division : A number of departments which are grouped together often by

geography or product line. 24

Role : A role is a set of connected behaviors or actions that are performed by a

individual , team or group in a specific context.
 Operational Health
• Operational Health can be determined by
isolating a few important ‘vital signs’ on
devices or services that are defined as critical
for the successful execution of a Vital
Business Function.
• As with organization, it is important to check
systems more thoroughly from time to time,
to check for problems that do not
immediately affect vital signs.
• Depends on the ability to prevent incidents 25
and problems
• Achieved through good availability design
Communication in Service Operation
It’s Characteristics
 Communication must have an Intended purpose & resultant action
 Information should not be communicated unless there is a clear audience
 Active involvement of audience required in determining the need for communication
and their role after receiving the communication.

Communication types Means/mode

Meetings
Routine operational communication
Communication between shifts
Performance reporting
Communication in projects
Communication related to changes
Communication related to exceptions
Communication related to emergencies
Training on new or customized processes and
service designs
Communication of strategy and design to
Service Operation teams.
E-mail, to traditional clients or mobile devices
SMS messages
Pagers
Instant messaging and web-based ‘chats’
Voice over Internet Protocol (VoIP) utilities that can
turn any connected device to an inexpensive
communication medium
Teleconference and virtual meeting utilities, have
revolutionized meetings which are now held across 26
long distances
Document-sharing utilities.
Service Operation Processes

27
 EVENT MANAGEMENT
Is backbone of IT service management by playing a
significant role in Service Operations

Monitoring IT Exception
infrastructure

Detect &
Categorize events Event Filter Warning

Actioning the
detected events
Informatio
n

28
Logging and filtering
 Purpose/ Goals / Objectives
Purpose Goal Objective
Monitoring IT infrastructure •Operational and system health Compare the actual
monitoring. performance against design
Detecting all the occurring
events standards & SLAs.
•Act as a primary Trigger to
Report / Escalate exceptions Incident & Problem management Provide basis for Service
occurred process Assurance & Reporting

29
 Scope & Value to Business
Scope
Applied to any aspect of the Service
management
 Configuration Items
 CIs in constant state
 CIs changing Status
 Environmental conditions
 Software license monitoring
 Security
 Normal activity
Value to business
Indirect value to business by
 Early detection of incidents
 Reduction in application
downtime by automated
monitoring
 Helping in effective SM by
integration
 Increasing efficiency with saving
Cost .
30
 Policies and Procedures
Policies

• Recipients of Event notifications

• Centralized management
• Changes in rules, thresholds(must be under Change Management
control)
• Messaging, logging standards and protocols
• Event classification scheme and related actions sets’
• Event capturing and logging

Principles

• Integration of event management and SM processes

• Designing new services with event management in mind
• Trial and error
• Properly planned deployment

31
Basic Concepts: Classification of Events
Incident
management

Problem
Excepti I/P management
on /C
Change
Filt management
Event
er Warni Human
ng Alert intervention

Auto
Informa response
tion

Log

32
Process/activities /methods & techniques
Event Notification
Event Generated Event Detected

Event Filtered

Significance?
Informational Exception

Warning

Event Correlation

Trigger

Incident/
Event Logged Auto Response Problem/
Alert
Change? Change
Incident
Problem

Human Intervention Incident Management Problem Management Change Management

Review Actions

No
Effective?

Yes

Close Event

End 33
Triggers , Inputs & Outputs / Interfaces
Triggers
 Exceptions to any level of CI performance
defined in the design specifications, OLAs or
SOPs
 Exceptions to an automated procedure or
process, e.g. a routine change that has been
assigned to a build team has not been
completed in time
 An exception within a business process that is
being monitored by Event Management
 The completion of an automated task or job
 A status change in a device or database record
 Access of an application or database by a user
or automated procedure or job
 A situation where a device, database or
application, etc. has reached a predefined
threshold of performance.
I/P and O/P / interfaces
 Business applications and/or business
processes
 The primary ITSM relationships are with
Incident, Problem and Change Management
 Capacity & Availability management for
performance & availability of service
 Configuration management for current status
of CI
 Asset management for lifecycle status of Asset
 Knowledge management as source of
information
 SLM , by determining the potential impact of
SLAs.
34
 Challenges, CSFs and Risks
Critical Success
Challenges factors(CSF) Risks
 Funding & efforts for necessary.  Achieving the correct level  Failure to obtain adequate
of filtering funding
 Setting the correct level of
filtering • Integration of  Incorrect level of filtering
 Rolling out the monitoring event  Maintaining momentum
agents across the IT management with while rolling out
infrastructure SM processes.
 Acquiring required skills • Design new
services
considering Event
Management
• Evaluate the
effectiveness
 Rolling out of the
monitoring agent software

35
 Information Management
 SNMP Messages
 MIB- Management Information Bases of IT devices
 Vendors Monitoring Tool
 Correlation Engine
 Key generic data from event (required for analysis)
• Device
• Component
• Type of failure
• Date/time
• Parameters in exception
• Value.

36
 Process Interfaces
• Business applications and/or business processes
• The primary ITSM relationships are with Incident,
Problem and Change Management
• Capacity & Availability management for performance &
availability of service
• Configuration management for current status of CI
• Asset management for lifecycle status of Asset
• Knowledge management as source of information
• SLM , by determining the potential impact of SLAs

37
 Event Rules & Correlation Engines
• Correlation Engine’, usually part of a management tool
that compares the event with a set of criteria and rules
in a prescribed order.
• These criteria are often called Business Rules.
• These rules can be used to determine the level and
type of business impact.
• A Correlation Engine is programmed according to the
performance standards created during Service Design
and any additional guidance specific to the operating
environment.

Best practice : Establishing the required events ,rule

sets and correlations while service is being designed

38
 Requirements for Good Design
• Business knowledge in relationship to any business processes being
• managed via Event Management
• Detailed knowledge of the SLRs of the service being supported by
each CI
• Knowledge of who is going to be supporting the CI
• Knowledge of what constitutes normal and abnormal operation of the
CI
• Knowledge of the significance of multiple similar events (on the same
CI or various similar CIs
• An understanding of what they need to know to support the CI
effectively
• Information that can help in the diagnosis of problems with the CI
• Familiarity with incident prioritization and categorization codes so that
if it is necessary to create an Incident Record, these codes can be
provided
• Knowledge of other CIs that may be dependent on the affected CI, or
those CIs on which it depends
• Availability of Known Error information from vendors or from previous
experience 39
 Event management Design : Factors
Designing Event Management
Instrumentation Detection & Threshold
Error messaging identification
Alert

Decision to be made Meaningful error Designed /

•What needs to be monitored? messages Thorough knowledge of communicated at
•What type of monitoring is •Indicate specific point of business & relationships the
required failure Knowledge of SLA instrumentation
•When do we need to generate •Cause of failure Detailed knowledge of phase
an event? Efficient handling CI Threshold are
•What type of information needs using tools Who is supporting
to be communicated in the not constant
Normal/abnormal operation?
event? Getting
•Who are the messages intended multiple similar events updated through
for? What information is required CSI
Mechanism to be Dependency
designed Known error
•How will events be generated? information
•Existing mechanism in CI
•What data will be required
•Where the events be
logged/stored 40
•Supplementary data gathering
Exercise 2 – Typical Process Activities
List down typical challenges of Event Management

List down 3 policies of Event Management

List down Workflow and Procedures for event

Management

List Down 3 KPI’s for Event Management

41
 INCIDENT MANAGEMENT
Aims to minimize disruption to business by restoring service
operation to agreed levels as quickly as possible

Offers the most immediate and highly visible

cost reduction and
quality gains.
Detect , Classify , record and provide the initial
support of incidents
Prioritize incidents based upon impact and
urgency 42
Mitigation and Remediation
 Goal and Scope of Incident
Management
Goal :
Restore Normalcy as fast as possible
Minimize Adverse impact on Business
Ensure best possible levels of Service quality & availability as per SLA.
Providing workaround or solutions

Scope :
Any event which disrupts or has a potential to disrupt a service.
Events communicated by users via Service Desk
Event generated through Event Management process
Logged / reported by technical staff .

43
Service Desk is responsible for Incident Management process
 Value to business
High visibility to business
ability to detect and resolve incidents
quickly
Align IT activity to real-time business
priorities.
Potential improvements to Service

44
 Basic concepts : Terminology
Timescales must be agreed for all incident-handling stages (these will differ
depending upon the priority level of the incident) – based upon the overall
incident response and resolution targets within SLAs

Incident models Pre-defined process for regular Incidents

 Steps define to handle the incident
 Cchronological order of the steps
 Responsibilities
 Timescales and thresholds for completion
 Escalation procedures
 Evidence-preservation activities

Major Incidents must have a separate procedure with shorter timescales and greater
Urgency
 Clear definition and proper mapping to prioritization system
 Business impact defines the incident category
 A major incident is not a problem
45
 Process, Activities, methods and Techniques
From Event Mgmt. From Web Interface User Phone Call Email Technical Staff

Incident Identification

Incident Logging

Incident Categorization

Yes
Service Request? To Request Fulfilment
No

Incident Prioritization

Yes
Major Incident Procedure Major Incident?

No
Initial Diagnosis

Yes Yes Functional Escalation

Functional Escalation 2/3 Level
Needed?
Management Yes Hierarchic Escalation
Escalation Needed? No

Investigation
No
& Diagnosis

Resolution and
Recovery
46
Incident Closure

End
 Incident Logging
All Incidents must be fully logged and
date/time stamped
Historical record of Incident should contain
 Unique reference number
 Incident categorization
 Urgency
 Impact
 Prioritization
 Date/Time Record
 Name/ID of person/group (recording the incident)
 Method of notification
 Contact information of User
 Status (active, waiting, closed, etc.)
 Related CI
 Support group/person to which the incident is allocated
 Related problem/Known Error
 Activities undertaken to resolve the incident
 Resolution date and time 47
 Closure category
 Closure date and time.
 Incident Prioritization
Impact
 Evidence of effect upon business activities
 Service levels in danger
 Users impacted
 Financial losses
 Regulatory or legislative breaches.

Urgency
Evidence of effect upon business deadlines

Prioritize resources
 Manpower
 Money
 Time
48
Triggers , Inputs & Outputs / Interfaces
Triggers, Inputs & Output Interfaces with other
 Users Problem Management: Incidents are often
 Through Service Desk caused by underlying problems
 Web based Incident – logging screen Configuration Management : provides the
 Event Management tools data used to identify and progress incidents.

 Technical staff logging incident Change Management: Where a change is

required to implement a workaround or resolution
 Suppliers initiation
Capacity Management: Incident Management
provides a trigger for performance monitoring
where there appears to be a performance
problem.
SLM : The ability to resolve incidents in a specified
time is a key part of delivering an agreed level of
service

49
Information Management & Metrics

Information Management Metrics / KPI

Source of information :
 Incident Management tools
 Incident & Problem history
 Incident categories
 Action Taken
 Diagnostic scripts
 Incident Records
 Unique reference Number
 Incident classification
 Date & time of recording
 Person updating record
 Incident symptoms
 KeDB : Know error DB
 Configuration Management
System(CMS)
 Total Incidents
 Breaked down incidents
 Current backlog
 Number and percentage of major
incidents
 Elapsed time of Incident
resolution
 Percentage incidents handled
 Average cost / incident
 Reopened incidents
 Correctly categorized incidents

50
 Challenges, CSFs and Risks
Challenges
 Early incident detection
 Logging of all incidents
 Information availability of
problems & known errors
 CMS integration
 SLM integration
Critical Success
factors Risks
 Maintaining IT  Lack of
Service Quality availability/trained
 Maintaining Customer resources
Satisfaction  Inadequate support
 Resolving Incidents tools
Within Established  Timely/inadequate
Service Times information of incidents
 Non existent OLAs or
UCs

51
Exercise 3 – Typical Process Activities
List down typical challenges of Incident
Management

List down 3 policies of Incident Management

List down Workflow and procedures for Incident

Management

List Down 3 KPI’s for Incident Management

52
 PROBLEM MANAGEMENT
Minimize the adverse impacts of incidents and problems on the business
caused by errors in the IT infrastructure and initiate actions to prevent
recurrence of incidents related to those errors.

Diagnosing causes of incidents

Determining the resolution and ensuring that
it’s implemented
Minimize the impact of Incidents that can’t be
prevented.
Maintaining information about problems and
appropriate workarounds & resolutions.
Responsible for managing the lifecycle of all problems
53
 PROBLEM is not an Incident!!!
Problem
 Problem is a root cause of one or more
incidents
 Problem is NOT another name for a Major
incident
 Not every incidents turns into a problem

Incident : problems are managed and identified separately from an Incident

Though linked,
54

 An Incident is an unplanned interruption to an

Fundamentals of problem management
Purpose/goal/objective :
Managing the lifecycle of problems
Prevent problems and resulting incidents
Eliminate recurring incidents
Minimize the impact of incidents which cannot be prevented

Scope :
Diagnosis of the root cause & solution of incidents
Ensuring implementation of resolution
Maintaining information for problems & corresponding workarounds
Closely related to Incident Management

55
Problem management is responsible for maintaining the KeDB(know error data
base)
 Value to business
Works towards increasing the IT service
availability and quality
Less downtime and less disruption to the
business critical systems
Higher productivity of business and IT staff
Reduced expenditure on workarounds or
fixes that do not work
Reduction in cost of effort in fire-fighting
or resolving repeat incidents 56
 Working of Incident , Problem & Change
management process
Incident Management

Incident
Incident
Incident

Problem Workaround Known error

Problem Management
KeDB

Request for
Change
Change Management
57
 Basic concepts : Terminology
Workaround:
 A temporary way of reducing or eliminating the impact of an
incident or Problem for which a full resolution is not yet available
 Problem record remains open till permanent solution is
implemented.

Known Error:
 A problem that has a temporary work-around or a permanent
solution
 Documentation of the known error in CMDB is mandatory.

58
 Basic concepts : Terminology
Known error database (KeDB) :
 A database containing all Known Error Records. This database is created by
Problem Management and used by Incident and Problem Management.

Problem model
 A pre-defined process or procedure for dealing with a particular type of
problem.

Major Problem Review :After every major problem (as

determined by the organization’s priority system), a review should be
conducted to learn any lessons for the future. To examine :
• Those things that were done correctly
• Those things that were done wrong
• What could be done better in the future
• How to prevent recurrence
• Whether there has been any third-party responsibility and whether follow-up actions 59
are needed.
 Reactive Vs Proactive
 Reactive Problem Proactive Problem
Management Management
 Responds to Events, Incidents and
Problems in the operational Trend analysis
 environment that are negatively
impacting the business

 Proactive Problem Proactive

prevention
Management
 Uncover less-than-optimal conditions
before any negative impact is
experienced
Informing the Targeting
 Initiated in Service Operation, but
organization support actions
generally driven as part of Continual
Service Improvement

60
Problem Management Process Flow

61
Investigation and Diagnosis : Root cause analysis

Kepner &Tregoe
• Define problem
Brainstorming • Describe problem : identity,
location time size
Chronological analysis • Establish causes

Pareto analysis •
•
Test most probable cause
Verify true cause
• 80/20 rule

Pain Value Analysis Ishikawa Diagrams

• Number of people affected • Trunk of diagram
• Duration of downtime caused • Primary factors branches
• Cost to the business • Stems : secondary factor

62
 Triggers , Inputs & Outputs / Interfaces
Triggers, Inputs & Output
 Problem will be triggered
by Incidents
 Raised / initiated by Service
Desk staff
 Users acceptance Testing
(UAT)
 Suppliers
Inter-process interfaces
Service Transition
 Change management
 Configuration management
 Release & Deployment
Service Design
 Availability management
 Capacity management
 IT service continuity management
 Service Level Management
Service Strategy
 Financial management
Service Operation
 Incident management
Continual-Service-
Improvement
63
Known Error Data base (KeDB) and SKMS
Configuration Life
Presentation Cycle View Technical Configuration Quality Management Service Desk View User
Layer Change and Release Asset Management View View assets
Project configurations
View View Service Applications Asset and User configuration,
Service Strategy,
Schedules/plans Change Financial Asset Application Configuration Changes, Releases,
Portal Design, Transition,
Request Status Change Status Reports Asset Environment Management Asset and Configuration
Operations
Advisory Board agenda Statements and Bills Test Environment Policies, Processes, item and related
configuration baselines
and minutes License Management Infrastructure Procedures, forms, incidents, problems,
and changes
Asset performance templates, checklists workarounds, changes

Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate

Knowledge Monitoring
Processing Performance Management Scorecards, Dashboards
Query and Analysis Reporting Forecasting, Planning, Budgeting Modelling
Layer Alerting

Business/Customer/Supplier/User – Service – Application – Infrastructure mapping

Information
Integration
Service Portfolio Service
Layer Integrated CMDB Service Release Service Change
Service Catalogue Model

Common Process,
Data and Schema Meta Data Data Data Extract, Transform,
Mapping Management reconciliation synchronization Load Mining
Information

Data Integration

Project Definitive Media Physical CMDBs

Documentation Library Platform Software Discovery, Enterprise Applications
Data and Configuration Tools Configuration asset Access Management
Information Filestore
Definitive E.g. Storage Management Management Human Resources
Sources CMDB1 Database and audit Supply Chain
Document Library
and Tools
Structured
Definitive
Middleware Network
Mainframe
tools Management
Customer Relationship
64
Multimedia Library 1 CMDB2 Distributed Desktop Management

Project
Software Definitive
Multimedia Library 2 CMDB3
Information Management & Metrics
Information Management Metrics / KPI
Configuration Management  Total number of problems
System(CMS):  Percentage resolve within SLA
• Contains details & relationship of the
components of IT infrastructure
 Percentage exceeded SLA targets
• Valuable resource for problem diagnosis  Outstanding problems & their
• Historic data valuable resource for trend
Proactive problem management
 Total major problems
Known error Database
 Number of known errors added
 Historic data storage of
incidents/problems  Accuracy of KeDB
 Exact & accurate historic data , any  Percentage of major problem
workaround etc.
reviews completed successfully
 No Duplication of data
 Problem manager only to update any data
in KeDB

65
 Challenges , CSF & Risks
 Establishment of an effective Incident management
process
 Common working practices & formal interfaces
 Linking Incident and Problem Management tools
 The ability to relate Incident and Problem Records
 The second- and third-line staff should have a good
working relationship with staff on the first line
 Making sure that business impact is well understood by
all staff working on problem resolution.
 Efficient usage of all Configuration & knowledge
management resources
 Training of Staff
66
Exercise 4 – Typical Process Activities
List down typical challenges of Problem
Management

List down 3 policies of Problem Management

List down Workflow and procedures for Problem

Management

List Down 3 KPI’s for Problem Management

67
 REQUEST FULFILMENT
Directing and evaluating the alignment of service provision to
fulfillment standards of business needs

 Organize & monitor the flow of procedures that provide the

services on demand
 Broadening the business value of the Service provider
 covering needs outside the maintenance of IT infrastructure & service

 Provide IT with standard services

 Collaborating on IT service delivery
 Create balance between service supply and demand

68
Goal and Scope of Request Fulfillment
Objective :
A Channel for users to request and receive standard services
Source and deliver the components of requested standard services
General information, complaints , comments etc
Availability of services & procedures for obtaining
Goal
Fulfill request with standardized services
Request Fulfilment is responsible for ensuring that fulfilment of a service request is
expedient , effective and evaluated

Scope :It depends upon the organizations strategy

IT related maintenance issues
other types of requests
photocopier servicing
building management issues
light fitment repair
69
 Value to business
 Create a service driven culture strengthening the view of
the IT organization as a service provider
 Reduce bureaucracy in service provisioning
 Increase customer satisfaction with the level of IT service
applied to their needs
 Providing a source of reliable information to manage
capacity, risk, and improvement
 Unifying and simplifying service delivery planning for
business growth
 Improve business process capabilities
 Effectively upgrade the IT infrastructure in timely
alignment with business needs
70
 Process, Activities, methods and
Techniques
Menu Selection
 Self help
 pre-defined list

Financial approval
Other approval
 Compliance related

 Wider business approval

Fulfillment
Closure
71
Request Fulfillment Process Flow

72
Request Fulfillment Process Flow -Continued

73
Triggers , Inputs & Outputs / Interfaces
Triggers, Inputs & Output Inter-process interfaces

 Service Desk/ Incident

 Users
Management
 Through Service Desk
 Request Fulfillment –
 Self-help Web based Release – Service Asset
Incident – logging &Configuration
screen Management

74
Information Management & Metrics
Information Management Metrics / KPI
 Service Request  Total Service Requests(SR)
 What service is being requested
 Breaked down of SR
 Who requested and authorized
the service  Current backlog
 Which process will be used to
fulfil the request  Elapsed time of SR resolution
 To whom it was assigned to and  Percentage incidents handled
what action was taken
 The date and time when the  Average cost
request was logged as well as the
date and time of all actions taken  Level of client satisfaction (from
 Closure details satisfaction survey)
 Request for change(RFC)
 Service Portfolio
 Security Policies

75
 Challenges, CSFs and Risks
Challenges
 Defining the type of
requests for RF process
 Establishing self-help front-
end capabilities
 Publishing
 Definition of a standard
fulfilment procedure
 Single point of contact
 Integration of Self-service
tools with the back-end
tools
Critical Success
factors Risks
 Identification/agreemen  Poorly defined scope
t  Poorly designed /
• Standardized implemented user
services interfaces
• Cost of service  Badly designed
• Authorizer /operated back-end
 Publication of services processes
 Definition of a standard  Inadequate monitoring
fulfilment procedure capabilities for metrics
 Single point of contact
 Integration of Self-
service tools with the
back-end tools
76
Exercise 5 – Typical Process Activities
List down typical challenges of Request
Management

List down 3 policies of Request Management

List down Workflow and procedures for Request

Management

List Down 3 KPI’s for Request Management

77
 ACCESS MANAGEMENT
The process of granting authorized users the right to use a
service while preventing access to non-authorized users

Dealing with access control by

 Allow the right users
 To use service or group of Service
Execution of security & availability policies

the process that enables users to use the services that are documented in the 78

Service catalogue
 Access management :Fundamentals

Purpose/Goal/objective. :
Providing rights to authorized users
Restricting access to un-authorized users.
Execute security & availability management policies

Scope :
Execution of Availability and Information Security Management policies
Managing the Confidentiality, availability and integrity of organization’s
data and intellectual property
All Technical and Application management functions

79

Access management can be initiated via Service Request by Service Desk

 Value to business
Effective Information confidentiality
Right access to the right person/employee
Error control in data inputs
Traceability & Audit
Effective rights management
Regulatory compliance

80
 Basic concepts : Terminology
• Access refers to the level and extent of a service’s functionality or data that a
user is entitled to use.

• Identity refers to the information about them that distinguishes them as an

individual and which verifies their status within the organization. By definition,
the Identity of a user is unique to that user.

• Rights (also called privileges) refer to the actual settings whereby a user is
provided access to a service or group of services. Typical rights, or levels of
access, include read, write, execute, change, delete.

• Services or service groups. Most users do not use only one service, and
users performing a similar set of activities will use a similar set of services.
Instead of providing access to each service for each user separately, it is more
efficient to be able to grant each user – or group of users – access to the
whole set of services that they are entitled to use at the same time.

• Directory Services refers to a specific type of tool that is used to manage 81

access and rights.
Access Management Process Flow

82
 Access Management : Activities
Removing rights In
the event of Executes policies defined during
•Death
Providing Service design & strategy
•Resignation access/rights Rights are provided after verification
•Dismissal Highlighting / escalating the Role
•Role change conflicts
•Transfer/travel Rights management
Restricting rights periodic reviews of the roles
Role change
Demotion
Under surveillance
Temporary assignment Removing Monitoring
Access
/restricting Management
identity
rights status

Access monitoring & control of all During

Technical/application functions Job changes
Exception handling Promotion/demotions
Involvement in Intrusion detection Logging & Transfers
tools tracking Resignation/death
Traceability access Retirement 83
Disciplinary action
dismissals
 Process flow : providing rights
Requesting Rights
A standard request generated by HR
RFC
SR through request fulfillment
Executing a pre-authorized script

Verification
Verification of the user
username/password verification
Biometric
Legitimacy of the request
Notification from HR
Authorization from an appropriate manager
Access to an optional service

Providing Rights

84
Rules for requesting access are normally documented as part of the Service
Catalogue.
Triggers , Inputs & Outputs / Interfaces
Triggers, Inputs & Output
 An RFC
 A Service Request (SR)
 Request from Human Resources
 When a new employee joins
 Manager of a department
Interfaces
Human Resources: verifying users identity
Information Security : Key driver for Access
management
Change Management: plays an important role
as the means to control actual requests for access.
Configuration Management : CMS can be
used for data storage
SLM : maintains the agreements for access to each
service and criteria for who is entitled to access
each service
85
Information Management & Metrics
Information Management
Identity management
 Name of user
 Address/contact detail
 Physical documentation
 Identity number
 Biometric data
 Expiry date
Users/groups / roles and Service
groups
 User profile
 User template
 User role
Metrics / KPI
 Number of requests for access
(Service Request, RFC, etc.)
 Instances of access granted, by
service, user, department, etc.
 Instances of access granted by
department or individual
granting rights
 Number of incidents requiring a
reset of access rights
 Number of incidents caused by
incorrect access settings.
86
 Challenges and Risks
Challenges
• Monitoring and reporting on access
activity as well as incidents and
problems related to access
• Verifying the identity of a user
Verifying the identity of the
approving person or body
• Verifying that a user qualifies for
access to a specific service
• Linking multiple access rights to an
individual user
• Determining the status of users at
any time
• Managing changes to a user’s
access requirements
Risks
• Lack of appropriate supporting
technologies to manage and
• Control access to services
Controlling access from ‘back
door’ sources such as application
interfaces and changes to firewall
rules for special needs
• Managing and controlling access
to services by external third-party
suppliers
• Lack of management support for
access management activities
and controls
87
Conditions for successful Access Management
 Verify the identity of a user.
 Verify the identity of the approving person or body
 Verify that a user qualifies for access to a specific service
 Link multiple access rights to an individual user
 Determine the status of the user at any time .
 Ability to manage changes to a user’s access
requirements
 Ability to restrict access rights to unauthorized users
 A database of all users and the rights that they have
been granted.

88
Exercise 6 – Typical Process Activities
List down typical challenges of Access
Management

List down 3 policies of Access Management

List down Workflow and Procedures for Access

Management

List Down 3 KPI’s for Access Management

89
Operational Activities of processes
covered in other Lifecycle phases

Change management
Configuration management
Capacity Management
Demand management
IT Financial management 90
IT Operations Management
 Service Transition Processes
Change Configuration Release
Management Management Management
 Raising and Submitting  Monitoring &  Actual
RFC’s informing CI/CMS implementation
 Attending CAB/E-CAB discrepancy of Operations
meetings  Amendments to CIs in related
CMS components
 Implementing / Backing
out Changes  Participation
during Major
 Change models
releases
 Communication of
 Physical handling
Change Schedules
of CIs
 Using the Change
Management Process

91
 Capacity Management in Service
Operations
Capacity & performance participate in
monitoring Investigation along
with capacity
management
Handling capacity Solution
/performance related finding/implementat
incidence ion

Storage of capacity
Database
Capacity Operations management data
Housekeeping
Management perspective Backups

Demand management

Workload management

Modeling and application Monitoring

sizing Feedback

92
Capacity planning
Capacity & Performance Monitoring

What to Monitor How to monitor

 CPU utilization & Memory utilization  Event Management – event monitoring of
 IO rates and device utilization events and report exceptions
 Queue length  Service Desk : Monitoring & considering
 File store utilization appropriate action for resolution
 Applications , Databases , Network
transaction rates, error and retry rates
 Transaction response time
 Batch duration profiles
 Internet/intranet site/page hit rates
 Internet response times
 Number of system/application log-ons and
concurrent users
 Number of network nodes in use, and
utilization levels.

93
 Workload Management
Rescheduling a particular service or
workload to run at a different time
balance utilization or traffic.
Technical Virtualization
Limiting or moving demand for resources

94
AVAILIBILITY MANAGEMENT & SERVICE OPERATION

Service Operations :
Responsible for actual availability of the
Service
Reviews of maintenance activities
Major Problem Reviews
Involvement in Specific initiatives
Scheduled maintenance

Challenges faced during operations 95

Lack of formal experiences of operations

team
 KNOWLEDGE MANAGEMENT
Data and Information management
Data collection
Proper storage
Data assessment
Data distribution and transmission
Passing to the Management
Other service lifecycle phases
CMS and KeDB management
Operations manual
Service manual 96

Work instructions
Financial Management for IT services
Participate in overall IT budgeting and
Accounting
 CAPEX
 Opex
Active involvement in Charging system
Participate in periodic reviews of
expenditure / budget
Involvement in Cost Saving measure
97
 IT Service Continuity Management
Testing & Execution of Service continuity
plans
Risk assessment,
Execution of any Risk Management
Consulted while preparation of Recovery
Plans
Participate in Testing of the plans
Trainings & Awareness campaigns of
disaster recovery 98

Maintenance
COMMON SERVICE OPERATIONS
ACTIVITIES

99
 MONITORING & CONTROL
Monitoring is the activity of observing a situation to detect changes that
happen over time & Control is managing the behavior of the device , system or
service

MONITOR CONTROL
 Using tools to monitor the status of key CIs  Define normal/abnormal operations using tool
 Raising an alert incase the specified conditions  Regulate performance of devices , systems or
are not met services
 Detect abnormal types or levels of activity in the  Measure availability
infrastructure  Initiate appropriate corrective action
 Detect unauthorized changes
 Ensure compliance with organizations policies
 Track outputs to business to confirm quality &
performance requirements
 Track information for KPI measurement

Monitoring & Control is the basis of service delivery , support & improvements
100
 Monitor - Control Loops
Norm

Control Compare
Open loop system :
designed to perform specific activity
regardless of environmental
conditions

Monitor
Closed Loop system :
monitoring an environment &
respond to changes in that
environment

Activity 101
Input Output
 Complex Monitor control Loop
Can be used to manage
Performance of activities Norm

Effectiveness of process/procedure
Device performance
Series of devices
Compare
Control

Monitor

Norm Norm Norm

Control Compare Control Compare Control Compare

Monitor Monitor Monitor

102

Activity Activity Activity

Input Output Input Output Input Output Input
 ITSM Monitor-Control Loop
Business Executives and Business Unit Managers

Service Strategy 1
2 Continual Service
3 Improvement

Service Design
IT Management and Vendor Account Management

Portfolios, Standards
and Policies

Service Transition
Technical Architectures
and Performance
Standards

Users
Norm Norm Norm

Control Compare Control Compare Control Compare

Monitor Monitor Monitor

103

Input Activity Output Input Activity Output Input Activity Output

Internal and External Technical Staff and Experts

 Types of Monitoring
Internal vs. External
Active vs. Passive
Reactive vs. Proactive
Continuous Measurement vs. Exception
based measurement
Performance vs. Output

104
 IT OPERATIONS
Console Management / Operations Bridge
 Monitoring and managing all the critical IT infrastructure centrally with minimal effort
 Monitoring of Server farm/s, storage devices, network components , applications , databases or any other
critical CIs

Job Scheduling
 Defining and initiating job-scheduling software packages to run batch and real-time work
o to perform standard routines, queries or reports delegated by Technical / application teams
o Periodically (daily/ monthly / weekly etc)
 Defining alerts & exception reports for monitoring / checking job-schedules
 Effective job-scheduling by using workload management techniques

Backup & Restore

 Critical component of IT Service Continuity (ITSCM) planning
 Regulatory requirements
 Backup is required to Restore the data when needed (during any disaster)

Print & Output 105

 Services requiring information in print/electronic form must be handled by IT operations.

 Backup & Restore – Key attributes
Backups
 Backup strategy
 Identify data
 Data retention
 Type of backup
 Locations
 Transportation methods
 Procurement

 Testing / Checks
 Recovery Point Objective
 Recovery Time Objective
 Monitoring & Verification

Restore :
 When & How will it trigger
 How will it be performed
 Testing & Checking 106
 Verification & Sign-off
 MAINFRAME MANAGEMENT
Mainframe operating system maintenance
& Support
Third- level support for
incidents/problems
Writing job scripts
System programming
Interfacing to hardware (H/W) support;
arranging maintenance, agreeing slots,
identifying H/W failure, liaison with H/W 107

engineering.
Inputs to capacity management for
 SERVER MANAGEMENT & SUPPORT
Operating system Support
License management
Third-level support
Procurement advice
System Security
Define/manage virtual servers
Capacity & Performance
Ongoing maintenance
108
Decommissioning & disposal of old server
equipment
 NETWORK MANAGEMENT
Involved in new Network/network
components planning
Third level support for all network related
activities
Maintenance & support of network
operating system & middleware software
Monitoring of network traffic & Defining
rules for dynamic routing
Network Security 109

Implementing , monitoring & maintaining

IDS
 STORAGE & ARCHIVE
Types of Storage systems being used
 Storage devices
 Network attached storage (NAS)
 Storage area networks(SAN)
 Direct attached storage(DAS)
 Content addressable storage (CAS)

Defining Storage Policies & procedures

Naming conventions, hierarchy &
placement
Design , Sizing , selection , procurement
configuration & operation
Liasioning with governance teams 110

Housekeeping / Archiving of data &

DATABASE ADMINISTRATION (DBA)
Organizational Options Functions
 Application team only  Creation & maintenance
handling the DBA  Initial DB design
activities  Management of database
 A common DBA  Ongoing administration
department for all
applications  Housekeeping
 Multiple departments  Monitoring
managing different DBs  Report generation
 Third-level support

111
DIRECTORY Services Management
Working as a part of Service Design &
Transition to ensure that new services are
accessible
Locating resources on a network
Tracking the status of those resources
Managing the rights of specific users or a
group of users
Defining & maintaining naming conventions
and ensuring their consistency 112

Linking different directory services throughout

 DESKTOP SUPPORT
Policies & Procedures
Designing and agreeing standard desktop
procedures
Desktop service maintenance
Design & Implementation of desktop
Third level support
Configuration control & Audit

113
 MIDDLEWARE MANAGEMENT

Functionality
 Providing transfer mechanisms
for data
 Sending work to another
application
 Transmitting data or information
to other systems
 Releasing updated software
modules across
 Collation and distribution
 Multicast setup with networks
 Managing queue sizes.
Activities
 Working as part of Service Design
and Transition
 Ensuring the correct operation of
middleware
 Detecting and resolving Incidents
related to middleware
 Maintaining and updating
middleware
 Defining and maintaining
information

114
 INTERNET/WEB MANAGEMENT
Defining architectures
Design, testing, implementation and
maintenance of websites.
Maintenance of all web development and
management applications
Liaison and advice to web-content teams
within the business
Liaison with and supplier management of
ISPs, hosts, third-party monitoring or 115

virtualization organizations
Third-level support
FACILITIES and Data Centre Management
Facilities management
 Building Management
 Equipment Hosting,
 Power Management,
 Environmental Conditioning
and Alert Systems
 Safety
 Physical Access Control
 Shipping and Receiving
 Maintenance
Data Centre Management
 Data Centre Automation.
 Policy-based management,
 Real time services
 Standardization of
equipment
 SOA
 Virtualization
 Unified management
Systems
116
IT SECURITY MANAGEMENT – Service Operation
perspective

Policing and reporting

Technical assistance
Operational security control
Screening and vetting
Training and awareness
Documented policies and procedures

117
IMPROVEMENT OF OPERTAIONAL ACTIVITIES
Automation of manual tasks
Reviewing makeshift activities /
procedures
Operational Audits
Using Incident/ Problem Management
Communication
Education & Training

118
SERVICE OPERATION Functions

119
 Service Operation Functions
Technical IT Operations Application
Service Desk Management Management
Management
 Service Desk
Serve as single point of contact (SPOC) for IT users. Mainframe
IT Operations Control Financial Apps

 IT operations Management Console Management

Job Scheduling
Operations control such as console management , Backup and Restore
Server HR Apps
print management , job scheduling , archival and Print and Output
storage, data -center management, disaster
recovery sites
Network Business Apps
 IT Technical management Facilities Management
Data Centres
Plan, implement, and maintain a stable Recovery Sites
infrastructure. Storage
Consolidation

 Application Management Contracts

Provide guidance to IT Operations about ongoing Database

operational management of applications .

Directory
Services

Desktop

Middleware

Internet/Web
120
 SERVICE DESK FUNCTION
A single point of contact that provides advice and guidance and
rapid restoration of normal service operation

Single Point of Contact (SPOC)

(Call centre, Helpdesk , Service Desk)
Incorporates Support levels 1,2 & 3
Objectives
Manages incidents with the aim of restoring
service as quickly as
possible 121

Single interface to IT support ( off-loads

Creates a positive impact to Business
2 nd & 3rd

level support)
 Value to Business
 Improved customer service, perception and satisfaction
 Increased accessibility through a single point of contact,
communication and information
 Better-quality and faster turnaround of customer or user requests
 Improved teamwork and communication
 Enhanced focus and a proactive approach to service provision
 Better-managed infrastructure and control
 Improved usage of IT Support resources and increased productivity
of business personnel
 More meaningful management information for decision support
 It is common practice that the Service Desk provides ‘entry-level’
positions for ITSM staff.

122
 LOCALIZED SERVICE DESK
 Service Desk is closer
to user community
 Improved User User User User

communication &
Visibility
 Inefficient & expense Service Desk
to resource

Technical Application IT Operations 3rd Party Request

Management Management Management Support Fulfilment

123
 Centralized Service Desk
 Service desk
are merged to
a single
location Customer Site 1 Customer Site 2 Customer Site 3

 More efficient
& cost effective
 Lead to higher skill Service Desk

levels through more

frequent Second Line
Support
occurrence of
events
Technical Application IT Operations 3rd Party Request
Management Management Management Support Fulfilment

124
Virtual Service Desk – Follow the sun model
 Helpdesk staff may
be located in
number of locations
 Gives users the San Francisco
impression of a Service Desk
single , centralized Paris Rio de Janeiro
service desk Service Desk Service Desk

 Resource
efficiencies are Virtual
realized Service
Desk
 May lack
uniformity & Beijing
Sydney
Service Desk
consistency in Service Desk
service delivery &
cultural items Service
Knowledge
Management
System

London
Service Desk
125
Key Considerations of Service Desk
Environment
Emphasis on building a single point of
The first-line resolution rate
contact Average time to resolve an incident
Average time to escalate an incident

Staffing Average Service Desk cost of handling

an incident etc.
 Staffing levels Percentage of customer as per SLA
targets
 Skill levels
Average time to review and close a
 Training resolved call
 Staff retentions The number of calls broken down by
 Super users time of day and day of week

 Service Desk Metrics

 Customer/user satisfaction survey

 Outsourcing 126
 Common tools & processes
 SLA targets
 Ownership of data
 Communication
 TECHNICAL MANAGEMENT
The team providing technical expertise and overall management
to IT infrastructure

Expertise related to managing the IT

infrastructure
Identify, develop & refine the technical
knowledge
Provides the resources to support ITSM
lifecycle.
Objective : Help to plan , implement & maintain stable infrastructure for 127
supporting business process by :
• Well designed andCustodian ofcost-effective
highly resilient, technical knowledge
technical topology
• Usage of adequate technical skills
 Generic Activities
Design Level
• Involvement in architecture ,
design & build of new services
• Design , build , test and deploy
new / changed application/s
• Design and perform functionality,
performance and manageability
tests
• Inputs to availability & capacity
management on defining event
management standards
• Developing Release Policies
• Responsible for Training of staffs &
end users
• Recruitment of resources
Transition / Operational Level
• Third level support
• Operation testing plans and
deployment issues
• Application bug tracking and patch
management
• Application operability and
supportability issues.
• Assisting change management &
Release management
• Problem management
• Enhancement s
• Assist to identify the running cost of
applications
• Involved in CSI process of applications
128
 Generic Activities
Identify the knowledge & expertise for
effective IT service delivery
Initiating training programs
Recruiting / contracting additional resources
Custodian of Technical knowledge &
documentations.
Involved in designing of new/enhancement of
services
Assisting other lifecycle processes in their 129

tasks
 Capacity & Availability management
 Technical management - Metrics
Measurement of agreed outputs
Process metrics
Technology performance.
Mean Time Between Failures
Measurement of maintenance activity
Training and skills development

130
Technical Management Documentation

Technical documentation
• The sourcing and maintenance of technical
documentation for all CIs is the responsibility
of Technical Management. These include:
• Technical manuals
• Management and administration manuals
• User manuals for CIs excluding application
user manuals.
Maintenance Schedules
• Drawn up and agreed during the Service 131

Design phase related to Availability and

 IT OPERATIONS MANAGEMENT
Function responsible for the ongoing management &
maintenance of an organizations Infrastructure

Maintenance of the status quo to achieve

stability of the
organization’s day-to-day processes and
activities
Regular scrutiny and improvements to achieve
improved service at reduced costs, while
maintaining stability
132

Swift application
Businessofvalue
operational skills to
is realized here
diagnose and resolve any IT operations failures
IT Operation Management- Sub Functions
IT Operation control function
 Console management
 Job scheduling
 Backup & Restore
 Print and Output management
 Maintenance activities

Facilities Management (physical IT

environment) 133

 Data-centre
 Computer rooms
 Metrics
Successful completion/exceptions of
scheduled jobs
Number of data or system restores
required
Equipment installation statistics, including
number of items installed by type,
successful installations, etc.
Process metrics.
Facilities management 134
 Costs versus budget
 Number of security events and Incidents and their resolution
 Power usage statistics
 Documentation
Standard Operating Procedures
Operations Logs
Shift schedules and Reports
Operations Schedule

135
 APPLICATION MANAGEMENT
Responsible for managing the applications through out their
lifecycle

Custodian of technical knowledge and

expertise in managing applications.
Provides actual resources to support ITSM
lifecycle
Provides guidance to IT Operations about
how best to carry out ongoing operational
management applications
136

Key decision maker whether to purchase or

build an application.
Application Management Objectives
Support organizations business process

Identify functional & manageability

requirements for application software
Assist in design & deployment of application
Ongoing support and improvement of
application

137
 Generic Activities
Design Level
• Involvement in architecture ,
design & build of new services
• Design , build , test and deploy
new / changed application/s
• Design and perform functionality,
performance and manageability
tests
• Inputs to availability & capacity
management on defining event
management standards
• Developing Release Policies
• Responsible for Training of staffs &
end users
• Recruitment of resources
Transition / Operational Level
• Third level support
• Operation testing plans and
deployment issues
• Application bug tracking and patch
management
• Application operability and
supportability issues.
• Assisting change management &
Release management
• Problem management
• Enhancement s
• Assist to identify the running cost of
applications
• Involved in CSI process of applications
138
 Deciding on Build / Buy Application
Factors deciding build/buy
 Application sizing and workload
forecasts
 Specification of manageability
requirements
 Identification of ongoing
operational costs
 Investigating the existing tools
 Estimating the cost of
customization
 Identifying skills
 Administration & Security
requirements
Considerations to build
 Specification of application
manageability requirements
 Acceptance criteria for operational
performance
 Owning and managing the DML
 Environmental setup, owning &
managing infrastructure
 Design & maintenance of operational
management & administration scripts
of the application
 Setting up of Events parameters
139
Application Management - Lifecycle
Requirements
Requirement : The phase
during which the requirement for a
new application is gathered
Design : The phase where the
requirements are translated into
specification
Optimize Design
Build : Both the application &
Operational model are made ready for
deployment
Deploy : Both the operational &
application model are deployed .
Operate Build
Operate : The application is
operated as part of delivering service
Optimize : Depending on the
results of SLA , possible improvements
are discussed developed & initiated

Deploy
140
 Generic Activities
Design level
 Involvement in architecture , design
& build of new services
 Design , build , test and deploy new /
changed application/s
 Design and perform functionality ,
performance and manageability tests
 Inputs to availability & capacity
management on
 Defining event management
standards
 Developing Release Policies
 Responsible for Training of staffs &
end users
 Recruitment of resources
Transition / Operation level
 Third level support
 Operation testing plans and
deployment issues
 Application bug tracking and patch
management
 Application operability and
supportability issues.
 Assisting change management &
Release management
 Problem management
 Enhancement s
 Assist to identify the running cost of
applications
 Involved in CSI process of applications
141
 Organization Roles
Requirements Application
development will drive
some phases of lifecycle
with inputs from
Application Management
Optimize
Design
IT Service
Management
Application
Strategy, Design,
Transition and
management will drive the
Improvement rest of the phases with
contribution from
Operate
Build and Test Application development

Deploy

142
Application Development

Application Management
Application Management - Metrics
Measurement of agreed outputs
 Access of application & functionality
 Quality of outputs against SLAs
 Availability of critical business functions
 Service Desk training
 Problem resolutions in KeDB

Process metrics
 Response time to events
 Incident & Problem resolution statistics
 No of changes implemented & No. of changes backed out
 No of successful releases deployed

Application Performance
 Response time , availability , & Data integrity

Measurement of maintenance
 Maintenance performed , exceeded , objectives achieved
143
Training & skills development
Application Management Documentation
Application Portfolio
Is a list of all applications in use in the organization . It can be used to link functionality and investment
to business activity and is therefore an important part of ongoing IT planning and control

Application Requirements
 Functional requirements
 Manageability Requirements
 Usability Requirements
 Test Requirements

Use and Change Cases : Change Cases are managed as part of the
Service Design and Continual Service Improvement processes, but are maintained by Application
management.
 Use cases
 Change cases

Design Documentations : Sizing specifications , Workload profiles ,

Technical architecture etc . 144

Manuals : Design manuals , Administration / management manuals , User manuals

 Roles and Responsibilities
Application managers / Team leaders
 Overall responsibility for Application management function
 Consulting team on the technical issues
 Ensure necessary technical trainings awareness & experience are maintained within team or
department
 Involve ongoing communication with the users & customers
 Application performance
 Evolving requirements
 Reporting to senior management
 Perform line-management for all team or department

Applications analyst /Architect

 Determine the evolving needs
 Cost-benefit analysis
 Developing operational models
 Ensuring application are designed considering effective management at operations stage
 Developing Operational models
145
 Developing and maintaining standards
Generic Roles and
Responsibilities

146
 Roles and Responsibilities
Service Owner
To initiate, transit & ongoing
maintenance of service
Responsibilities :
• Prime customer contact for all
service related issues & enquiries.
• Accountable for delivering Service
• SLA of the Service are met
• Identify opportunities for service
improvements
• facilitate effective service
monitoring and performance
• Liaise with process owners
Process Owner
Responsible for ensuring all activities
defined within the process are undertaken
Responsibilities :
• Defining the process strategy
• Assisting with process design
• Ensure appropriate Process
documentation
• Defining policies
• Knowledge sharing , knowledge
transfer , training
• Perform review & periodic Audits
• Process enhancements & inputs to SIP
• Address issues regarding process
147
 Roles and Responsibilities
Process Manager
Responsible for operational management of
a process
Responsibilities :
• Working with the process owner to
coordinate all the process activities
• Ensuring that all activities are carried out
as required throughout the lifecycle
• Appointing people to the required roles
• Managing resources assigned to the
process
• Working with Service owners and Process
owners to ensure the smooth running of
services
• Monitoring and reporting on process
performance
• Making improvements to the process
Process Practitioner
Carrying out one or more activities of a
process
Responsibilities :
• Understanding how their role contributes
to the overall delivery of service and
creation of value for the business
• Working with other stakeholders, such as
their manager, co-workers, users and
customers, to ensure that their
contributions are effective
• Ensuring that inputs, outputs and
interfaces for their activities are correct
Creating or updating records to show
that activities have been carried out
correctly
148
Incident Management Roles and Responsibilities
Incident Management
Process Owner
• Carrying out the generic process owner
role
• Designing Incident models and
workflows
• Working with other process owners to
ensure integrated approach while
designing & implementing Event ,
Incident, Problem , Request Fulfillment
& Access Management processes
Incident Management Process
Manager
• Carrying out the generic process manager
role
• Planning and managing the support for
IM tools & processes
• Coordinating interfaces between IM and
other processes
• Driving the efficiency and effectiveness of
the Incident Management process
• Producing management information
• Managing the work of incident support
staff (first- and second line)
• Monitoring the effectiveness of Incident
Management and making
recommendations for improvement
• Developing and maintaining the Incident
Management systems
149
Incident Management Roles and Responsibilities

1st Line Analyst 2nd and 3rd Line Analyst

• Recording incidents • Greater Technical Skills as compared to
• Routing incidents to support specialist First Line
groups when needed
• Key responsibilities would be similar to
• Analyzing for correct prioritization,
classification and providing initial support the first line analyst role
• Providing ownership, monitoring, tracking • Network support , Voice support (if
and communication of incidents separate) , server support
• Providing resolution and recovery of
incidents not assigned to support • Desktop support , Application
specialist groups management, Database support
• Monitoring the status and progress
• Hardware maintenance engineers,
towards resolution of assigned incidents
• Keeping users and the service desk
Environmental equipment
informed on progress • maintainers/suppliers.
• Escalating incidents as necessary &
Closing Incidents

150
Problem Management Roles and Responsibilities
Problem Management Process
Owner
• Carrying out the generic process owner role
• Designing Problem models and workflows
• Working with other process owners to
ensure integrated approach while designing
& implementing Event , Incident, Problem ,
Request Fulfillment & Access Management
processes
Problem Analyst
• Reviewing incident data to analyze assigned
problems
• Analyzing problems for correct prioritization
and classification
• Investigating assigned problems through to
resolution or root cause
• Coordinating actions of others as necessary
to assist with analysis and resolution actions
for problem and known errors
• Raising RFCs to resolve problems
Problem Management
Process Manager
• Carrying out the generic process
manager role
• Planning and managing support for
PM tools and processes
• Coordinating interfaces between
problem management and other
service management process
• Liaising with all problem resolution
groups
• Ownership and maintenance of the
KEDB
• Gatekeeper for the inclusion of all
known errors and management of
search algorithms
• Formal closure of all problem records
• Liaising with suppliers , Contractors
etc.
• Arranging, running, documenting and
all follow-up activities relating to
major problem reviews.
151
 Request Fulfillment Roles and Responsibilities
Request Fulfillment Process
Owner
• Carrying out the generic process owner role
• Designing Request models and workflows
• Working with other process owners to ensure
integrated approach while designing &
implementing Event , Incident, Problem ,
Request Fulfillment & Access Management
processes
Request Fulfillment Analyst
• Providing a single point of contact and end-to-end
responsibility to ensure submitted service requests
have been processed
• Providing initial triage of service requests to
determine which IT resource should be engaged to
fulfill them
• Communicating service requests to other IT
resources that will be involved in fulfilling them
• Escalating service requests in line with established
service level targets
• Ensuring service requests are appropriately logged.
Request Fulfillment
Process Manager
• Carrying out the generic process
manager role
• Planning and managing support for the
RFM tools and processes
• Coordinating interfaces between RFM
and other SM processes
• Handling staff, customer and
management concerns, requests, issues,
and enquiries
• Ensuring request fulfillment activities
operate in line with service level
improvements
• Overseeing actions to obtain feedback
from customers on quality
• Assisting with activities to appropriately
identify resources
• Ensuring all authorized request are
being fulfilled on a timely basis
• Representing request fulfillment
activities at CAB meetings
• Reviewing the initial prioritization and
authorization of service requests to
determine accuracy and consistency 152
 Event Management Roles and Responsibilities
Event Management Process
Owner
• Carrying out the generic
process owner role
• Planning and managing support
for event management tools
and processes
• Working with other process
owners to ensure integrated
approach while designing &
implementing Event , Incident,
Problem , Request Fulfillment &
Access Management processes
Event Management Process
Manager
• Carrying out the generic process
manager role for the event
management process
• Planning and managing support for
event management tools and
processes
• Coordinating interfaces between
event management and other
service management processes
153
Access Management Roles and Responsibilities
Access Management Process
Owner
• Carrying out the generic
process owner role
• Designing access request
workflows
• Working with other process
owners to ensure integrated
approach while designing &
implementing Event , Incident,
Problem , Request Fulfillment &
Access Management processes
Access Management Process
Manager
• Carrying out the generic process
manager role for the Access
management process
• Planning and managing support for
Access management tools and
processes
• Coordinating interfaces between
event management and other
service management processes
154
 Service Desk -Roles and Responsibilities

Service Desk Manager

• Appointing people to the required roles
• Managing resources assigned to the service desk, including the supervisor(s)
• Managing service desk activities
• Acting as an escalation point for the supervisor(s)
• Undertaking a wider customer services role
• Reporting to senior managers on any issue that could significantly impact the business
• Attending CAB meetings
• Taking overall responsibility for incident and service request handling on the service
desk.
• This could also be expanded to any other activity taken on by the service desk, e.g.
Monitoring certain classes of event
• Monitoring and reporting on service desk performance
• Identifying improvement opportunities for inclusion in the CSI register
• Working with the CSI manager to review and prioritize improvements in the CSI
register
• Making improvements to the service desk.
155
 Service Desk - Roles and Responsibilities

Service Desk Supervisor Service Desk Analyst

• Ensuring that staffing and skill levels are • Facilitating operational communication
maintained throughout operational hours by between IT and the business
managing shift staffing schedules etc.
• Reinforcing expectations of users regarding
• Undertaking human resources activities as
needed the SLAs
• Acting as an escalation point where difficult or • Staff training for users in their area
controversial calls are received • Providing support for minor incidents or
• Production of statistics and management simple request fulfillment
reports • Escalating requests and incidents if they
• Representing the service desk at meetings cannot be resolved
• Arranging staff training and awareness
sessions • Assisting the service desk for ongoing issues
and problems
• Liaising with senior management & Change
Management
• Performing briefings to service desk staff on
changes or deployments that may affect
volumes at the service desk
• Assisting analysts in providing first-line
support

156
 Technical Management- Roles and
Responsibilities
Technical Manager /Team leader Technical Analyst /architect
• Taking overall responsibility for leadership, • Working with users , sponsors , application
control and decision making for the technical management and all other stakeholders to
team or department determine their evolving needs
• Providing technical knowledge and leadership • Working with application management and
in the specific technical areas covered by the other areas in technical management to
term or department determine the highest level of system
requirements
• Ensuring necessary technical training,
awareness and experience levels are • Defining & maintaining knowledge about how
maintained within the ream or department systems are related and ensuring that
dependencies are understood & managed
• Reporting to senior management on all accordingly
technical issues relevant to their area of
responsibility • Performing cost-benefit analyses to determine
the most appropriate means to meet the stated
• Performing line management for all team or requirements
department members.
Technical Operator(Same as IT operator )
• Performing backups
• Console operation ,i.e. Monitoring the status of specific systems, job queues etc. and providing
• First-level intervention of appropriate
• Managing print devices, restocking with paper, toner etc.
• Ensuring that batch jobs, archiving etc are performed
• Running scheduled housekeeping jobs, such as database, maintenance, file clean etc.
• Burning images for distribution and installation on new server, desktops and laptops
• Physical installation of standard equipment in the data centre 157
Application Management Roles and Responsibilities
Application Manager /Team Application Analyst
leader /architect
• Taking overall responsibility for leadership, • Working with users , sponsors , application
control and decision making for the management and all other stakeholders to
applications team department determine their evolving needs
• Providing technical knowledge and leadership • Working with technical management and
in the specific applications support activities other areas in technical management to
covered by the team or department determine the highest level of system
• Ensuring necessary technical training, requirements
awareness and experience levels are
maintained within the team or department
relevant to the application being supported
and processes being used
• Ongoing communication with the users and
customs regarding application performance
and evolving requirements of the business
• Reporting to seniors management on all issues
relevant of the applications being supported
• Performing line management for all team or
department members

158
 IT Operations Management Roles and Responsibilities
IT - Operations manager
• Providing overall leadership ,
control and decision-making and
taking responsibility for the IT
operations management teams &
department
• Reporting to senior management
on all IT operations issues
• Performing line management for
all IT operations team or
department
managers/supervisors.
Shift leader
• Taking overall responsibility for leadership ,
control and decision making during the shift
period
• Ensuring that all operational activities are
satisfactorily performed within agreed
timescales and in accordance with company
policies and producers
• Liaising with the other shift leader(s) to
ensure handover , continuity and consistency
between the shifts
• Acting as line manager for all operation
analysts on his/her shift
• Assuming overall health and safety, and
security responsibility for the shift(unless
specifically designated to other staff
members)
159
 IT Operations Management Roles and Responsibilities
IT – Operations Analyst
• Senior IT Operations staff who are
able to determine the most
effective and efficient way to
conduct a series of operations,
usually in high-volume, diverse
environments.
• This role normally performed as
part of Technical Management
IT Operator
• Performing backups
• Console operation ,i.e. Monitoring the status
of specific systems, job queues etc. and
providing
• First-level intervention of appropriate
• Managing print devices, restocking with
paper, toner etc.
• Ensuring that batch jobs, archiving etc are
performed
• Running scheduled housekeeping jobs, such
as database, maintenance, file clean etc.
• Burning images for distribution and
installation on new server, desktops and
laptops
• Physical installation of standard equipment
in the data centre
160
TECHNOLOGY CONSIDERATIONS

161
 GENERIC REQUIREMENTS
Self help
Workflow / process engine
Integrated CMS
Discovery/Deployment /Licensing
technology
Remote control
Diagnostic utilities
Reporting
Dashboards 162

Integration with Business Service

 Technology Considerations : Service Operation
Processes
Request Fulfillment
Integrated ITSM technology
Front-end Self-help
capabilities
Pre-defined process control
engine
Access Management
HRM technology
Directory services technology
Assigning names
Create roles / groups
Middleware , Operating systems,
network operating systems
Change management systems
Request fulfillment
Service Desk
Telephony Event Management
Support tools Multi-environmental open interface
Known Error D/B Easy to deploy/minimum setup cost
Diagnostic scripts Support for design/test phases
Self-help web interface Programmable, assessment &
Remote control handling of alerts
IT Service continuity planning Tools Reporting functionality
Basic impact analysis
Risk Analysis
Incident Management Problem Management
Integrated CMS Integrated ITSM Technology to
Process flow engine differentiate problem from incident
Automated alerting & escalation Integration with change
capability management
Interfacing to Event management  Integrated CMS
tool Effective KeDB
Self-help Web interface Storage / retrieval of data
Integrated KeDB Good reporting facilities
Reporting facility 163
Diagnostic Tools
Automated escalation
IMPLEMENTATION
CONSIDERATIONS

164
MANAGING CHANGE in SERVICE OPERATION

Change Triggers
 New /upgraded H/W or network components
 New /Upgraded application software , systems software, middleware etc .
 Legislative , Conformance or governance changes
 Obsolescence of components
 Business imperatives
 Enhancements
 Major changes
 Change of service levels

Change Assessment
 SO staff Involvement in CAB/e-CAB meetings

Measurement of Successful change

 No variation of service experienced by end user
 Effect of changes invisibles except the enhancements

165
 Service Operations & Project
Management
Known benefits
Increased Visibility
Funding justification
Greater consistency & Improved Quality
Achievement of Objectives

166
Assessing and managing risk in Service Operation

Failures, or potential failures

New Projects
Environmental risks
Suppliers
Security Risks
New Customers

167
 Operational Staff in Service Design and
Transition
Judge supportability of a new/enhanced
Service
Analyze impact on existing services
Estimation of Operational cost
Unexpected Contractual / legal
complications
No complex support paths

168
Planning & Implementing Service Management
Technologies

Licences
 Dedicated licenses
 Shared licenses
 Web licenses
 Service on Demand

Deployment
Capacity Checks
Timing of Technology deployment
Type of Introduction
 Big bang 169

 Phased approach
CHALLENGES , CRITICAL SUCCESS
FACTORS(CSFs) & RISKS

170
 CHALLENGES
Lack of engagement with development and
project staff
Justifying Funding
 Reduced software license cost
 Reduced Support cost
 Reduced headcount
 Lessening of poor IT service quality
 Optimal utilization of existing infrastructure
 Better aligned processes

Challenges for Service Operations Manager

171
 CRITICAL SUCCESS FACTORS
Management Support
Business Support
Champions
Staffing & Retention
Service management training
Suitable Tools
Validity of Testing
Measurement & Reporting
172
 RISKS
Service loss
Risks to successful service Operation
Inadequate funding & resources
Loss of momentum
Loss of key personnel
Resistance to change
Lack of management support
Differing customer expectations
173
THANK YOU

174